Recruitment Process of an Organization-Free Sample for Students

Question: Discuss about the Recruitment Process of an Organisation. Answer: Introduction The purpose of this report is to deal with the five criteria that the recruiter must keep in mind while recruiting along with explaining that whether the process of recruiting gets changed while considering the leadership and no leadership positions while recruiting individuals. Apart from that the report focuses on the fact that whether recruiting candidates internally or externally would be suited for the organization. In this context, the chosen organization is D-lite, situated in United Kingdom, the USP of the organization is that they serve healthy food to their customers and thus they have gained a huge reputation within the first five years after the establishment (Nonaka et al., 2016). Recently the management of the organization has decided to expand their business to neighboring country Scotland, and that is why they are planning to recruit a team to send there to establish a set up slowly. Five criteria to consider before recruiting Before recruiting for such an important job, the human resource recruiter must think about five most important criteria and those are provided in this section of this report. The recruiter must consider that The candidates have to be experienced in this sector for at least 5 years. The candidates have to have the degree from a Hotel management institute or from any business management school. The recruiter must judge the problem solving skills of the candidates, as they will have to take many important decisions while setting up a new business. The recruiter has to consider the fact that the candidates have to score at least 70 on the test of cognitive ability. Lastly, the recruiter has to consider that the candidates must possess the ability of multitasking in order to attain more productivity, so that that individual can perform well when there will be a lot of pressure of work. The difference of recruiting process while recruiting a boss and a subordinate staff There must be a difference in the process of recruiting a leader and a casual employee, because the boss will be the one who will evaluate the subordinate staffs and ensure that the productivity and the profitability is increasing in a gradual manner (Gunning, 2015). There should be a lot of difference in the process, as while recruiting the boss, the recruiter has to consider the candidates evaluating ability along with the persons ability to motivate the employees (Lester, 2016). The leader has to have a motivating ability to increase the moral of the workforce in order to ensure that the productivity does not get hampered. According to (Bufquin et al., (2017), the leaders have to be polite and kind towards the workforce and he or she has to be the ability to communicate well. It is seen that the leaders who have good intrapersonal skills would surely excel as a leader in the workplace. Communicating is the most important thing while running a business as a team. While recruiting t he general staffs, the recruiter would not have to consider the leadership quality, intrapersonal skills or decision making skills, where as he or she has to stress on the work rate of the employees (Silzer Dowell, 2010). On the other hand, apart from these skills, while recruiting a leader for an organization, the recruiter has to keep in mind that the candidate who will become a leader, has to have a clean past record, as the productivity and the profitability of the organization is strongly dependent on the ability of the leader, and if in past he has done any work that potentially harmed his past workplace, then he or she must not be recruited (Bernsteinm Sheen, 2016). There will be specific recruitment for the specific posts in the organization, as the more role a particular post will play in that organization, the more the management will be likely to recruit a person who has leadership qualities. This the process of recruitment must be mixed, because to run the business ove rseas, the management would require both types of employees. A leader must be recruited internally for this purpose The leaders can be recruited internally or externally depending on the credibility or the efficiency of that person, but for particularly in this context, a leader must be recruited internally from the workforce, because an individual who have been working in this organization for quite a long time, must be aware of the facts that how they do business and what are the tactics of getting successful within a short time span (Risa, 2016). On the other hand, if a leader is recruited externally, he would have to invest a lot of time to get to know the ways of doing work and how the business runs to attain the desired profitability (Kumar, 2013). In short it can be said that recruiting a leader is much more complex than recruiting a general employee (Auchincloss et al., 2013). Thus it can be said that choosing a leader from the reserve of the workforce would be much safer while expanding the business in the foreign market. If the leader is chosen from the active workforce, that individual will have more knowledge of the operations of the organization and thus his or her work rate will be much better than the person who will get selected from external sources. Conclusion Thus to conclude, it can be said that recruiting is a complex matter and due to good recruitment, the company can reach the height of success and due to bad recruitment the productivity and the profitability of an organization can potentially be harmed. Thus the HR recruiter has to be aware of the fact that the companys success is highly dependent on the decisions he makes and that makes the process more complicated. At times, it is seen that good recruitment process can lead an organization to glory and at times, it can bring down the reputation of the organization to the ground. Thus, in short, the HR recruiter plays a vital role in the organization and it is up to him whether the organization would taste the height of success or would be ruined within a few days. References Auchincloss, A. H., Young, C., Davis, A. L., Wasson, S., Chilton, M., Karamanian, V. (2013). Barriers and facilitators of consumer use of nutrition labels at sit-down restaurant chains.Public health nutrition,16(12), 2138-2145. Bernstein, S., Sheen, A. (2016). The operational consequences of private equity buyouts: Evidence from the restaurant industry.The Review of Financial studies,29(9), 2387-2418. Bufquin, D., DiPietro, R., Orlowski, M., Partlow, C. (2017). The influence of restaurant co-workers perceived warmth and competence on employees turnover intentions: The mediating role of job attitudes.International Journal of Hospitality Management,60, 13-22. Gunning, S. K. (2015). 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